The notion of Emotional Intelligence (EQ) has been around for some time and came to wide attention in 1995 with Daniel Goleman's book Emotional Intelligence: Why it can matter more than IQ. There is broad agreement over what EQ is [see below] and a number of assessment tools available with which to measure it. But is it important?
There is a fair degree of evidence suggesting that EQ has a significant impact on our professional and personal performance and well-being.
There is a fair degree of evidence suggesting that EQ has a significant impact on our professional and personal performance and well-being.
While there have been loose claims about it (some writers, including Stephen Covey, have claimed it is more important than IQ in career success but evidence suggests that this is not so straightforward) it is right to assert that high EQ enhances performance, and that this is especially the case in leadership. Leaders with higher EQ are better able to recognise their own emotions and those of others and to choose how to behave or respond to those emotions. [See our earlier article on empathy in The Importance of Emotional Intelligence following the recent Grenfell Tower disaster]
We most frequently recognise poor EQ in leaders when we experience poor emotional control or behaviour such as angry outbursts, jealousy/hostility with colleagues, insecure or unconfident decision-making and communication, lack of empathy, needy or isolated behaviours. These behaviours, and others, cause difficulties in teams, poor decision making, staff morale problems, and ultimately can lead to poor company performance. One individual with low EQ can have a big, negative impact. Happily, the converse is also true. Leaders and managers with high EQ can have a strong positive impact on teams and organisations, and importantly, EQ can be developed.
We regularly include the assessment and development of EQ in our leadership and executive development programmes. These assessments provide a deep and granular analysis of capability which helps the individual and the coach hone sharply into the areas of strength (to capitalise on/amplify) and weakness (to develop and bring into balance). With several good EQ assessment tools in the market we favour Roche Martin's Emotional Capital Report because it is particularly suited for leadership development and includes a 360° feedback component which provides a useful counterpoint to the self-assessment. The ECR assesses ten emotional competences including self-confidence, empathy, relationship skills, straightforwardness (assertion) and independence.
In our experience, even the most initially cynical users are impressed by the depth and accuracy of the report and its profound nature usually affects people in a powerful way, providing a great catalyst for the developmental change which follows.
If you would like to discuss developing EQ in your organisation or to look at a sample ECR report give us a call or email us.
We most frequently recognise poor EQ in leaders when we experience poor emotional control or behaviour such as angry outbursts, jealousy/hostility with colleagues, insecure or unconfident decision-making and communication, lack of empathy, needy or isolated behaviours. These behaviours, and others, cause difficulties in teams, poor decision making, staff morale problems, and ultimately can lead to poor company performance. One individual with low EQ can have a big, negative impact. Happily, the converse is also true. Leaders and managers with high EQ can have a strong positive impact on teams and organisations, and importantly, EQ can be developed.
We regularly include the assessment and development of EQ in our leadership and executive development programmes. These assessments provide a deep and granular analysis of capability which helps the individual and the coach hone sharply into the areas of strength (to capitalise on/amplify) and weakness (to develop and bring into balance). With several good EQ assessment tools in the market we favour Roche Martin's Emotional Capital Report because it is particularly suited for leadership development and includes a 360° feedback component which provides a useful counterpoint to the self-assessment. The ECR assesses ten emotional competences including self-confidence, empathy, relationship skills, straightforwardness (assertion) and independence.
In our experience, even the most initially cynical users are impressed by the depth and accuracy of the report and its profound nature usually affects people in a powerful way, providing a great catalyst for the developmental change which follows.
If you would like to discuss developing EQ in your organisation or to look at a sample ECR report give us a call or email us.
Daniel Goleman's adaptation of EQ
Goleman’s adaptation (of Salovey and Mayer’s 1990 work) includes five basic emotional and social competencies:
- Self-awareness: Knowing what we are feeling in the moment, and using those preferences to guide our decision making; having a realistic assessment of our own abilities and a well-grounded sense of self-confidence
- Self-regulation: Handling our emotions so that they facilitate rather than interfere with the task at hand; being conscientious and delaying gratification to pursue goals; recovering well from emotional distress
- Motivation: Using our deepest preferences to move and guide us toward our goals, to help us take initiative and strive to improve, and to persevere in the face of setbacks and frustrations
- Empathy: Sensing what other people are feeling, being able to take their perspective, and cultivating rapport and attunement with a broad diversity of people
- Social skills: Handling emotions in relationships well and accurately reading social situations and networks; interacting smoothly; using these skills to persuade and lead, negotiate and settle disputes, for cooperation and teamwork.
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